Sexism and Ageism by Simona Spedale - Literature review Example

This essay will discuss arguments by Simona Spedale and her colleagues that sexist and ageist stereotypes informed the performance of a routine for organizing television schedules in the British public service broadcaster the BBC (Spedale, Coupland & Tempest, 2014). Sexist stereotypes are generalizations that are simple in nature and that touch on gender characteristics, roles of people including groups and also differences that exist between the sexes (Krings & Facchin, 2009). Spedale, Coupland & Tempest (2014) and her colleagues argue that an ideology of youthfulness is usually constructed by the routine of day-parting in broadcasting mainly at the British public service broadcaster the BBC which leads to inequality. BBC was accused of discriminating its employees on the basis of age and gender, a matter that went before the Employment Tribunal court. Spedale et al (2014) argue that the concept of youthfulness as an ideology was developed through mechanisms that involved declaration and nomination of employees basing on ageist and sexist stereotypes. The aim was to come up with a workforce brand that was refreshed if not rejuvenated (Comim & Nussbaum, 2014). In their analysis of ageism, and sexism, Spedale et al (2014) explain that broadcasting organizations normally accept young people, as broadcasters, as opposed to the aged, who were discriminated upon, because of their age. This situation is uncalled for, and unacceptable in the modern days of diversity, where companies are priding themselves in hiring a diverse work force (Gill, 2014, Cikara, Lee, Fiske & Glick, 2009). This led to the preservation of power inequality at the organization by simply protecting it from employees seen to be more powerful and hence having more say on issues (Barreto, Ryan & Schmitt, 2009). On the other hand, it also led to more marginalization of groups within the organization that are considered to be weaker. As such, age and gender while acting together in the organization produced different results if not experiences for the concerned parties. However, ageism as stereotypes came on top of sexisms when it comes to oppressing employees at the workplace (Nadler & Stockdale, 2012). Therefore, Spedale et al (2014) argue that there is a need of keenly observing how companies are treating old and young people, and come up with policies aimed at preventing the discrimination of aged and the young people. Spedale et al (2014) further argue that there is a poor definition of this concept of gendered ageism. This situation is uncalled for, majorly because it makes the various discussion of ageism, to dominate the discussions of sexism. Sexism is also another problem that faces broadcasters, with their female and male counterparts used as symbols of sex Spedale et al (2014). This is through the type of dresses that these people are able to wear. Furthermore, Spedale et al (2014) argue that in as much as sexism and ageism were to blame for the discrimination that was being witnessed at the BBC, ageism was the dominant reason for this discrimination. This is due to the fact that employees were being dismissed if not overlooked during promotion based on their ages (Krings & Facchin, 2009, Good & Rudman, 2010). This is because they were seen to be less productive than the youthful employees who are seen to have energy and vigor in their undertakings. So as to tackle sexism and ageism a clear definition should be provided of the term gendered ageism (Spedale et al, 2014). This is because a lot of focus tends to be on ageism as opposed to sexism. The assumption here is that in the workplace, ageism is to blame for most of the discrimination that occurs to employees (Sarkeesian, 2010, Cikara, Lee, Fiske & Glick, 2009). Older employees are usually discriminated against while favor is given to youthful employees. Spedale et al (2014) therefore assert that the broad definition of ageism that is gendered, is able to hide the notion that older women are normally discriminated within the work force. Mature women or those who have reached middle age face not only discrimination due to their ages but also because of their gender (Gill, 2014). Thus a lot of attention needs to be given in this area to ensure that people know that gendered ageism in organizations is not only about age but also gender of employees (Comim & Nussbaum, 2014). For media organizations such as BBC, Spedale et al (2014) asserts that the organizations were able to dismiss its old work force, in favor of younger ones. This was with the intention of attracting a large audience (Spedale et al, 2014). Majority of TV audiences happen to be the youth and having a program presenter who is seen to connect with them is usually the priority when it comes to day parting (Jackson, Rowley & Owens, 2012). By wanting to create a youthful workforce that was rejuvenated BBC clearly trampled on the rights of its older employees (Banyard & Lewis, 2009). In addition, by the organization compelling the dismissed employees to sign a gagging order it indicates that it is using unjust practices to ensure that the truth does not come out and that it continues to discriminate against old employees (Ronai, Zsembik, & Feagin, 2014). By getting rid of old employees, the management wanted to shield the company from powerful actors and in the process ensure that the organization is independent of them only led to further marginalization of groups within the organization perceived to be weaker (Ayres, Friedman & Leaper, 2009). Older employees are the minority at BBC and need to be protected as the company embraces ageism and sexist stereotypes (Banyard & Lewis, 2009). By replacing old employees with young employees with the view that the organization will be obscured from the more powerful actors, the organization is only authenticating its discriminatory policies and tendencies (Gill, 2014). As evidenced in the paper, sexist and ageist stereotypes can be evidenced in most workplaces even those reputed to have a global audience such as BBC (Spedale, et al, 2014). In most cases, issues related to such stereotypes are usually negative implying that they impact negatively not only on the organization but on the workforce as a whole (Banyard & Lewis, 2009). The organization may think that it is advancing a beneficial policy by propagating a particular policy such as getting rid or old employees and hiring new ones or promoting only men in positions deemed crucial for the firm, but in real sense doing so only propagates problems for it (Drury & Kaiser, 2014). Many are the times that they have had to pay off substantial amounts of money after being sued for dismissing employees basing on such stereotypes. Also many are the times when the dismissed employee has gone on to have a fruitful career in a competing firm and in the process contributing to the rival’s profits (Jackson, Rowley & Owens, 2012, Mcmullin & Berger, 2013). Ones view here is that sexisms and ageism are stereotypes that have long existed in the workplace and only come to light when they involve organizations that have a global audience such as it is with the case with the BBC (Drury & Kaiser, 2014). It is thus good to give a brief account of how the workplace has transformed over the years in relation to sexism and ageism In the past, roles of women and men used to be very different. Men were viewed as the dominant of the two and were as such assigned tasks that portrayed their masculinity (Ayres, Friedman & Leaper, 2009). Women were seen as the weaker sex and tasks given to them portrayed their inferiority when compared to men. As a result, most work places had more slots for male employees as opposed to the female (Good & Rudman, 2010). Promotions were done considering ones gender and in most cases only male employees were promoted. This happened not because the male candidate in question was more qualified in terms of technical knowhow but just because he was male (Banyard & Lewis, 2009). This denied women the opportunity to hold powerful positions in organizations that were male dominated. This discrimination based on gender though has died out over the years still exists in organizations even those in the Western world (Ronai, Zsembik, & Feagin, 2014). Also, age is a factor that is considered in most workplaces and which happens to serve as a basis for discrimination. Old people are seen as having outlived their usefulness in organizations and most are the times when they are dismissed in preference for younger or fresher faces (Jackson, Rowley & Owens, 2012). It is assumed that youthfulness is attractive and having a young person in an organization will not only boost the organization’s image in the outside world but will also bring greater yields (Woodzicka & Ford, 2010). Young people are considered energetic and can even put in extra hours without much constraint. In the media industry especially television, young people are preferred over old ones when it comes to presenting programs that are thought to attract a large audience (Spedale et al, 2014). It is common to find people; especially men huddled in a room watching news on television that is presented by an attractive young woman (Drury & Kaiser, 2014). The same is true for female audience when it comes to a young male presenter. Furthermore, Spedale et al (2014) asserts that the management of these organizations are discriminatory, basically because they discriminate upon their old workforce, who are seen as destroying the brand image of the company, and this has an effect of reducing their profits. This therefore means that organizations are motivated by making money, as opposed to protecting the needs of its customers. Old people are given less programs when it comes to television and do not even appear in the editor’s section of sports magazines or journals (Jackson, Rowley & Owens, 2012). For women, issues related to sexism include sexual harassment whereby they are treated as sexual objects by other employees. It is common to come across cases whereby a female employee has accused a male colleague of touching her inappropriately or talking a manner to suggest sexual advances (Spedale et al, 2014). This stereotype is wrong and serves to demoralize female employees as they feel undervalued (Ayres, Friedman & Leaper, 2009). Other employees do not hide their feelings and simply ask their female counterparts to go home and take care of kids and husbands, a statement that reinforces the stereotype that women are supposed to leave certain jobs for men. Women who have been subjected to this type of stereotypes at time are usually the hardworking ones and with potential to move the organization into the next level (Hall, Everett & Hamilton-Mason, 2011). Although men were also found to be discriminated upon based on their age, theirs happened much later, 55 years (Banyard & Lewis, 2009). The situation was worse whereby these employees were working under a young person who requires that those who work under them have knowledge of not only IT skills but also social media (Woodzicka & Ford, 2010). The assumption here is that old employees are less knowledgeable of IT skills and also are not in a position to learn even if trained, a situation that makes them drift from the rest of the workforce. With regards to the above, workplaces are full of people from diverse backgrounds be it culturally, racially or socially (Spedale et al, 2014). Working together is what people have in common at the workplace and hence sexism and ageism stereotypes hinder peaceful coexistence at workplaces. People need to get a long as employees and employers irrespective of age and gender (Brownell & Powell, 2013). The ability of a person should be harnessed irrespective of what age or gender they are (Hall, Everett & Hamilton-Mason, 2011). Discrimination based on age or gender has led to low morale among employees (Drury & Kaiser, 2014). In cases whereby promotion is based entirely on these two aspects is never beneficial as some employees who clearly hold attributes that are needed in the advertised jobs are passed on for persons whose only qualification is the age or gender (Jackson, Rowley & Owens, 2012). In organizations, young employers prefer female employees they see as attractive as opposed to the old unattractive ones. This makes the talent progression for female employees aged 45 years to be very minimal (Webster, 2014). We live in a world in which the roles of men and women are becoming blurry in that a woman can do what a man does (Spedale et al, 2014). The BBC and other media outlets discriminate their employees based on gender in that most sports editors are usually male (Banyard & Lewis, 2009). The issue here is what criteria they used to arrive at the assumption that it is only men who can do well in the sports category. Women given a chance can very well edit and even present sports on television and still have the desired effects (Faulkner, 2009). There are sports personalities who are well known globally and who command respect even among their male counterparts. If there are female athletes then why discriminate female sports presenters. Spedale et al (2014) argue that sexism in the work place is an illegal activity; hence there is a need of organizations and institutions coming up with better policies and strategies that can be used of preventing its occurrence. This would ensure that all its workforce is protected against illegal practices (Spedale et al, 2014). Management should put in mind that people irrespective of their gender and age have talents that can benefit the organization (Cikara, Lee, Fiske & Glick, 2009). Instead of laying off employees that are old and regarded to be out of touch with requirements of the modern workplace, properly designed training procedure should be introduced whereby the old employees are taught IT skills that go hand in hand with social media practices. It is through this that the old employees will become productive and based on their wealth of experience having worked for the organization for many years the organization will experience growth and development (Brownell & Powell, 2013). In addition, female employee should be empowered and made to feel needed. Those caught advancing sexist stereotypes should be punished in line with set policy guidelines. Women especially in television industry should be allowed to work till the set retirement age. Laying off basing on their age should be stopped and management should be taught to appreciate what professional mature women can bring to an organization (Wiener et al, 2010). In addition, promotions should be given on merit and not simply because one is male or female. The stereotypes that some jobs are better done by men as opposed to women should be discouraged amongst the management (Spedale et al, 2014). This is because there are well known female heads of departments in many organizations across the world. In the education sector, the curriculum should be structured in a way that it promotes gender equality if not discourage stereotypes associated with sex and age. This is because pupils are usually the future workforce. By imparting in them the views that all workforces are equal and that none should be discriminated against due to their age or gender, there will certainly be a change in perceptions that men are better than women or even young people are better than the old when handling organizational tasks (Brownell & Powell, 2013). Tasks should be assigned to students in groups comprising of both sexes to ensure that they work in cooperation and in the process appreciate each others’ contributions. It should be known that for an organization to grow and develop, experience and freshness is crucial. Experience is usually brought about by old employees who have worked for years at the organization while freshness is from young people (Jackson, Rowley & Owens, 2012). Youth bring into the organization a feeling of freshness and rejuvenation as they easily adapt to new technologies that play a crucial role in making the organization a dominant player in the market. However over-reliance on them and dismissing the old employees will render the organization toothless when it comes to addressing internal and external issues (Spedale et al, 2014). Men and women should be seen to work together in an organization. They should be given equal tasks based on their mental capacity. Promotion should be in line with abilities and not simply because one is male and the other female. Also, men and women who are old should work hand in hand with the young men and women. No old person possessing the required qualifications should be overlooked for promotion simply because he or she is old. This will help put an end to the stereotypes of ageism and sexism that have long dominated workplaces and that have ensured injustices. In addition, issues of sexism and ageism in the workplace should be discussed openly to ensure that they get the proper attention which goes a long way towards ensuring that necessary corrections and development s are made (Spedale et al, 2014). It is evident that discriminating on employees basing on their age or gender will only do harm than good to the organization. Bibliography: AYRES, M. M., FRIEDMAN, C. K., & LEAPER, C. (2009). Individual and situational factors related to young women’s likelihood of confronting sexism in their everyday lives. 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